Matthew Bidwell, University of Pennsylvania, published “Paying More to Get Less: The Effects of External Hiring versus Internal Mobility” in this current issue.

The abstract:

Individuals often enter similar jobs via two different routes: internal mobility and external hiring. I examine how the differences between these routes affect subsequent outcomes in those jobs. Drawing on theories of specific skills and incomplete information, I propose that external hires will initially perform worse than workers entering the job from inside the firm and have higher exit rates, yet they will be paid more and have stronger observable indicators of ability as measured by experience and education. I use the same theories to argue that the exact nature of internal mobility (promotions, lateral transfers, or combined promotions and transfers) will also affect workers’ outcomes. Analyses of personnel data from the U.S. investment banking arm of a financial services company from 2003 to 2009 confirm strong effects on pay, performance, and mobility of how workers enter jobs. I find that workers promoted into jobs have significantly better performance for the first two years than workers hired into similar jobs and lower rates of voluntary and involuntary exit. Nonetheless, the external hires are initially paid around 18 percent more than the promoted workers and have higher levels of experience and education. The hires are also promoted faster. I further find that workers who are promoted and transferred at the same time have worse performance than other internal movers.

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Paper and symposium submissions are welcomed under the following track themes:

• Navigating Institutions: Business, Government, and Civil Society
• Emerging Market Firms and MNCs: Characteristics and Global Aspirations
• Base of the Pyramid: Emerging Market Consumers, Workers, and Managers
• Cultural Diversity and Transformational Societies

Submitters are advised to carefully review the submission guidelines and procedures, posted on the AOM Africa Conference website. Submissions that do not follow the guidelines or are incomplete will not be reviewed. Decisions about submissions will be announced on or before July 1, 2012.

For more information, please visit the AOM Africa Conference website or email our program team at globalconference@aom.pace.edu.  We eagerly look forward to your participation in the program development process.

If you are ready to submit, please visit the AOM Africa Conference submissions system

The abstract:

The effect of the financial sector on climate change remains largely underestimated. Banks can steer investments of their customers in low-emission technologies and adjust the conditions of loans that they provide to greenhouse gas intensive sectors. However, the authors’ research shows that few banks take such substantive action when they implement their climate strategy. The authors analyze 114 listed banks around the world and find evidence for deflective decoupling. This evidence means that banks that implement a climate strategy often decouple it from their main value creating processes such as lending and investment. Those banks that engage in more substantive action still combine it with symbolic activities which may facilitate the strategic change process. This study contributes to the literature on organizations and the natural environment as the authors specify which kind of banks implement substantive climate strategies. This research holds important implications for policy makers and managers who aim to implement a climate strategy in organizations that create value through information and financial flows but not with a physical transfer of goods.

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Compensation & Benefits Review

Compensation & Benefits Review is accepting bylined articles from experts and practitioners on the following topics:

• Pay plan design
• Performance pay
• Incentive plans
• Sales compensation
• Executive compensation
• Performance management
• Performance appraisals
• Job evaluation
• Compensation communication
• Case studies of pay programs
• Salary surveys
• Legal compliance with any legislation or regulation concerning pay, including FLSA, EPA, EEOC, OFCCP, Fair Pay Act and Davis Bacon
• Health care benefits
• Retirement plan benefits
• Workers compensation
• Work/life benefits
• Benefits communication
• Legal compliance with any legislation or regulation concerning benefit plans, including ERISA, FMLA and ADA
• Case studies of benefit programs
• Metrics, benchmarking and program evaluation

Articles should help readers address current or anticipated problems and be unpublished. Discussions of theory should be limited to supporting program changes. Evidence that changes were successful is important.

Articles must be a minimum of 2,000 words and can be as long as 10,000 words. The length is whatever is needed to tell the story. Please use accepted business writing style – shorter, simple sentences, active voice, limited-length paragraphs. Keep in mind that the target audience includes business executives. This is not a blog but that style is now widely accepted.

Ideas for articles should be submitted to the Editor.

Authors sign a standard publishing agreement and receive a copy of the journal. Additional reprints of the Contribution may be purchased from SAGE at its regularly scheduled prices.

Send a brief proposal of your article to CBR editor Howard Risher at cbr.editor@verizon.net.

For more information, please click here.

The lead article, “HERS Institutes: Curriculum for Advancing Women Leaders in Higher Education,” was published by Judith S. White, University of Denver.

The abstract:

The Problem.

At this critical time, higher education needs more women prepared to assume senior leadership roles, both to fill the openings from anticipated presidential retirements and to provide higher quality decision making through more diverse perspective at all levels of leadership.

The Solution.

Higher Education Resource Services (HERS), founded in 1972, has provided leadership development opportunities for more than 4,300 women faculty and administrators sponsored by1,100 institutions in the United States and abroad. HERS has recently implemented significant revisions of its signature HERS Institutes to address the new circumstances and challenges women leaders will face in guiding institutions in the decade ahead. This article examines the historical development of HERS, recent revisions, and future plans for expanding programs.

The Stakeholders.

Revisions to HERS Institutes suggestimplications for those developing women in HRD, conducting research on leadership development, or concerned about higher education as a new leadership cadre faces the demands of the future.

To learn more about Advances in Developing Human Resources, please follow this link.

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Register for a free trial to SAGE journals in Marketing and Hospitality.

Calls for Papers – View a full list of SAGE journals to read Aims & Scope and manuscript submission guidelines by journal.

SAGE Business and Management Journals, includes Marketing, in the 2010 Journal Citation Reports® (Thomson Reuters, 2011) – View highlights from the 2010 report.

SAGE Open – a new open-access publication from SAGE – publishes peer-reviewed, original research and review articles in an interactive, open access format. Articles span the full spectrum of the social and behavioral sciences and the humanities.

Marketing Journals: Click to Access Marketing Journals

Marketing Journal Rankings: Read the most-viewed post on Management INK from the Journal of Marketing Education.  Source: “A Comprehensive Analysis of Marketing Journal Rankings” by Michelle D. Steward and Bruce R. Lewis.

Marketing Books: Click to Access Marketing Books

Don’t miss these new texts: International Marketing by Daniel W. Baack, Eric G. Harris and Donald Baack; and Social Marketing: Influencing Behaviors for Good, Fourth Edition by Nancy R. Lee and Philip Kotler

Management Journals:

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Management Books:

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Additional Resources:

SAGE Leadership Solutions

SAGE Research Methods

We hope to see you at the AMA Winter Marketing Educators’ meeting. Whether you’re able to attend or not, feel free to use these resources with our compliments.

To view The Wall Street Journal article, “Hazard of the Trade: Bankers’ Health,” please click here.

The abstract:

A nine-year ethnography is used to show how two investment banks’ controls, including socialization, targeted bankers’ bodies, how the bankers’ relations to their bodies evolved, and what the organizational consequences were. The banks’ espoused and therefore visible values emphasized autonomy and worklife balance; their less visible embodied controls caused habitual overwork that bankers experienced as self-chosen. This paradoxical control caused conflict between bankers and their bodies, which bankers treated as unproblematic objects. The conflict generated dialectic change that cognitive control theories overlook because they neglect the body. Cognitive control theories predict outcomes only in bankers’ first three years, when the banks benefited from bankers’ hard work. Starting in year four, body breakdowns thwarted organizational control. Despite bankers’ increased attempts to control their bodies, performance declined. Starting in year six, intensified breakdowns forced some bankers to treat their bodies as knowledgeable subjects. Because the body cannot be socialized completely, it helped numerous bankers transcend the banks’ socialization and modify their behaviors. Surprisingly, the banks benefited from this loss of control because the bankers’ ethics, judgment, and creativity increased.

The abstract:

This paper examines how organizational members overcome relational inertia and contribute to integration and value creation following an acquisition, through an analysis of a large law firm’s acquisition of two smaller firms. When merging law firm partners share clients with one another, both within and across the boundaries of the formerly separate firms, they create new relationships that connect the organizational units together. We examine both the antecedents and consequences of post-acquisition integration through client sharing. Drawing on network theory, we consider how the configuration of prior referral relationships influences new sharing of clients undertaken by individual partners. We also use the prior referral-network structure to predict which partners will cut their former intraunit client-sharing ties. To ascertain how client sharing creates value for the combined organization, we analyze the effects of client sharing on revenue generation and human capital development. Our findings uncover a paradox in integration behavior: the same referral-network structures that contribute to integration by increasing interunit sharing also tend to detract from integration because they are associated with cutting existing intraunit ties. We also find that interunit client sharing is positively associated with revenue generation but negatively associated with human capital development. Overall, this research advances a relational perspective on post-acquisition integration and sheds new light on how networks are formed and become reconfigured inside organizations.

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Benefits of Publishing in this Journal

When you publish in The Journal of Applied Behavioral Science, you will benefit from:

• Rigorous peer review of your research
• Prompt publishing
• Guaranteed targeted, multidisciplinary audience
• High visibility for maximum global exposure

About the Journal

The Journal of Applied Behavioral Science (JAB), peer-reviewed and published quarterly, is the leading international journal on the effects of evolutionary and planned change. Founded and sponsored by the NTL Institute, JAB is continually breaking ground in its exploration of group dynamics, organization development, and social change, providing scholars the best in research, theory, and methodology, while also informing professionals and their clients.

Submit Papers in these Areas

I invite you to submit papers in any of the following areas:

• Group Dynamics
• Organization Development
• Research Methods
• Race and Ethnicity
• Health Care
• Leadership and Management
• Psychology
• Gender
• Sociology
• Applied Anthropology
• Organizational Psychology
• Experiential Methods

Due March 1, 2012: Special Issue Call for Papers
Building the Ethical Organization: Practical Theory for Developing Virtuous Human Systems
Guest Editors: Ronald Fry and David Bright

Submit Your Article Online Using SAGE Track
http://mc.manuscriptcentral.com/jabs

Who is the target audience for this article?

The paper benefits most family members related by blood and by marriage who intend to or are currently working together in a family business.  It challenges them to look at their relationship to determine whether there are explicit or implicit differences in the treatment of family members related by blood as against those related by marriage.

The paper will also help researchers to be more explicit when discussing family  – are in-laws treated as family members?

What inspired you to be interested in this topic?

I have often been asked as a family business researcher and consultant whether in-laws should be part of the family business.  Many families rely on anecdotes shared by friends as a basis for their decision.  There is simply no published study that carefully explores in-law participation in the family business.  This dearth in material encouraged to pursue the research.

Were there findings that were surprising to you?

Family relationships is a strong factor that determines whether in-laws should be integrated into the family business.  However, it was discovered that business families are willing to overlook some inadequacies of in-laws during good times but even the most competent in-law can be blamed for poor business performance.  When this happens, this places a permanent strain on the family relationship.

An interesting finding that may be applicable only in the Philippine setting is the difference in the treatment of a sibling of a spouse as against the spouse of a sibling.  The sibling of a spouse may have the same value system coming from one family.  However, the spouse of a sibling may not necessarily share the same values of the family.  Because of this, it is harder to trust the latter than the former.

How do you see this study influencing future research and/or practice?

This research is expected to stimulate discussion on in-law participation.  The findings may or may not similar in other cultures.

Moreover, this research utilized the grounded theory.  Future research may now focus on a particular theory to determine how in-laws fit in.

Certainly, when researchers discuss “family” in family business they must be more explicit in defining who the family is, instead of simply making readers determine whether the findings also apply to in-laws.

How does this study fit into your body of work/line of research?

My interest in family business management has spanned over 20 years.  This particular study of in-law involvement in family business fits very well in my quest to search for answers that makes sense to practitioners.  I am currently exploring other aspects of family business management that hasn’t yet been studied in the Philippines.  I am tying up my interest on corporate social responsibility, sustainability, and education with family business.

How did your paper change during the review process?

The review process greatly influenced the final version of the paper.  After each draft I felt I had done all I could to convey my message.  Yet each comment of the reviewer made me realize that I could still improve parts of the paper.  Many times I had to step back and challenge myself to find ways to restate my views.  I don’t think the quality of the work would have improved without the observations and very specific recommendations by the reviewers and editor.  I am grateful that others have taken time to raise the level of the output.

For more information about Family Business Review, please follow this link.